Above: E practicing Structure. This 2006 post is from our famous Evergreen Collection. We haven’t seen a need to revise it much.
Do we lawyers know how to get things done, done right and done on time? Do we even value that?
I wonder.
Is our standard for day-to-day working needlessly and embarrassingly low? Are we exporting that low standard whenever and wherever we can?
No, I am not talking here about the simple keeping face or survival requirements of meeting client deal or court deadlines, or even about the clichés of working hard, creative thinking, out of the box thinking, being persistent, or working smart.
I mean structure–a real standard for working–and “practicing structure” every day. It’s the discipline of: (1) having a plan or strategy for any one project (client or non-client), (2) meeting internal project deadlines (not just jurisdictional ones) no matter what, and (3) insisting that everyone in your shop “buy into” the discipline of keeping to that overall plan or strategy and timetable.
“Structure” is not just the hard process of getting things done. It’s a frame of mind and a value which must be sold to others in your shop–like the importance of making that 5 minute call to a client about a loose end at the end of the worst day you can remember, even while you could do it the next morning at 8:00. It’s realizing that letting anything but emergency tasks “slide” makes you inefficient, unlikely to meet your real goals, and tired.
Do you go into work every day with a idea of what needs to be done on each project, and knowing the difference between “important” and “urgent”? Example: Monday is your deadline to have the final changes and notes to your web designer on your new firm website, an important but not urgent project you’ve talked about at internal meetings for months.
So far, for once, you have been on track. But on Monday a longstanding client calls with two new projects; the new projects are exciting but not THAT urgent in the sense they need to cut into internal deadlines and other goals for Monday. You need to take some first steps, though, to get on top of the new matters for your client. After all, these folks are the main event.
Key ongoing internal project v. new client project. Which gets the most attention that day? Which slides? Answer: they both get attention, and neither slides. The website (long-term important) and the new client project (short-term important) are both critical projects.
Years ago, the Stephen Coveys and Edwards Demings out there pointed out that business people burn themselves out by waiting around only for “the urgent” in a kind of manic crisis management that keeps other important things from ever getting done or ONLY getting them done when they morph into a crisis.